Category: human resource management

The assignment expectations are attached. File named “Case Expectations.” The reading to assist in completing the assignment is also attached.
The questions needing addressed are in the assignment expectations. The questions should be addressed in an essay format which includes an introduction and conclusion (not a Q & A format).

Assignment expectations can be found in attached document. Please review closely to ensure assignment is completed correctly. Links from attached document are provided below:
U.S. Department of Labor (https://www.dol.gov).
U.S. Census Bureau – https://www.census.gov/data.html
QuickFacts – Detroit city, Michigan – https://www.census.gov/quickfacts/detroitcitymichigan

Assignment expectations attached in document “SLP Expectations.” Please review document closely to ensure directions for paper expectations are completed.
Article Link: https://www.proquest.com/magazines/editor-s-note-improving-employee-experience-2022/docview/2645495679/se-2

I will share in the attached document .This is a discussion post for Organizational Forces from lumen.com and organizational behavior 

SEE DESCRIPTION BELOW MINIMAL BULLETS ON EACH TOPIC BUT HAVE A DETAILED NOTES SECTION ON EACH SLIDE ONE REFERENCE SLIDE
SOME PICTURES WILL BE GOOD
DEMOGRAPHIC TRENDS (50 PTS)
• What are the population trends by sex, race, ethnicity, national origin, age, and other diversity categories?
• What are the main migration trends in the country?
• How have gender diversity, racial diversity, ethnic diversity, age diversity, and other dimensions of diversity changed over the last 30 years in the country? • How do demographic trends impact workforce diversity in the country?
EQUAL EMPLOYMENT LAWS (50 PTS)
• What are the main anti-discrimination laws in the country? What are the main provisions of these laws?
• To what extent are the anti-discrimination laws implemented and enforced in the country?
AFFIRMATIVE ACTION OR POSITIVE DISCRIMINATION LAWS (50 PTS)
• What affirmative and positive action programs are used to promote the employment of historically disadvantaged groups in the country? • To what extent have affirmative and positive action programs been effective?
CULTURAL CHARACTERISTICS (50 PTS)
• What are the number and types of religions in the country? What is the dominant religion? • What is the number of spoken languages? What is the dominant language?
• What are the main values, social norms, customs, and traditions of the country? How do they compare with those in the United States?
• What are Hoftsede’s work-related values (power distance, uncertainty, masculinity versus femininity, individualism versus collectivism, and long-term orientation) of the country? How do Hoftsede’s work-related values in the country compare with those of the United States?

WK 3: Keeping up appearances: Can obesity compromise one’s Job?
Read the attached case then answer the following questions:
ATTACHMENT: CaseStudy_Leeds_Obesity_Keeping_Up_Appearances.docx
What types of illegal discrimination are possible when considering to hire someone who appears to be obese? List the laws and provide reasoning. Think through each law by asking questions such as: is hiring an obese woman less acceptable than hiring an overweight/obese man? If so, why and what law might apply?
Can weight be a BFOQ? Why/why not? If it can, give examples and reasoning.
Is obesity a medical condition covered by the ADA? Why/why not? Support your response with evidence.
Discuss how a company could reasonably accommodate an obese person for various types of jobs and in what situations would an accommodation be an undue hardship?
WK 5: Off-Duty Behavior
Choose one of the following cases to read and post your answers to the questions at the end of the article as your Main Post. ATTACHMENT: CaseStudy_Leeds_Off_Duty_Smoking.pdf ATTACHMENT: CaseStudy_Leads_Workplace_Drug_Testing.pdf
WK 6: Contemporary Workplace Safety & Health Issues
Research a contemporary workplace safety and health topic such as: Repetitive Stress Syndrome, Workplace Bullying, Domestic Violence, Firearms, etc. and choose a related article for the class to read. Write a main post addressing the following:
What is the issue and why is it of importance to business? Include what the consequences are for not addressing it.
What laws govern the issue and/or what is the status of legislation or regulations?
Describe your organization’s policy or procedures on the topic. What would you do if you encountered this situation in the workplace?
Don’t forget to cite your sources.
WK 7: Critical Conversations
As a Manager or as an HR professional advising management, you will need to interpret company policies and apply guidelines to various employment situations. For this week’s discussion, use your own company’s employee handbook/policies (or one from a past employer, one you find on the Internet, one from a friend, etc.) to decide how to address (3) of the Scenarios from the attached list. What course of action will you take or recommend in terms of progressive discipline – verbal warning, written warning, suspension, final warning, suspension or termination? How does this match with your company’s policies? What, if any, conflicts are there between what you “want” to do versus what the policy “requires” you to do?
Describe the potential legal issues in the scenario — particular laws that apply or legal exposure for the way you handle it. ATTACHMENT: CriticalConversations.docx
WK 8: Little White Lies
Read the attached case study and answer the following questions. Do you think there is anything wrong with or illegal about what Ann did with her resume? Why/why not?
As a manager, would you fire Ann? Why/why not? Be sure to comment on the legal exposure, risk, consequences of hiring and continuing to employ an individual who has false or exaggerated information on their resume/application.
Say you don’t fire Ann after learning of the false information, but you do make it clear to her that you don’t trust her. You have someone check all of her reports and begin checking with customers to make sure Ann provides them with correct information. You do not treat others this way, but of course they didn’t “lie” on their resumes. If Ann quits, would she have a claim for constructive discharge? Why/why not?
Say you do terminate Ann. What would she need to prove to have a claim for wrongful discharge?
Several months after Ann leaves (on her own or you’re terminating her) a new/potential employer calls for an employment. You tell them “Ann’s a liar” and give them details about the false information/embellishments on her resume/application. Would Ann have a good claim of defamation against you/the company? Why or why not?
ATTACHMENT: CaseStudy_Leeds_Little_White_Lies_ResumeLying.pdf

Directions
Using the following transition probabilities table, complete the Markov Analysis Matrix Table for JC’s Cookies by doing the following:
Calculate the number of employees expected to be available in each job category at the end of this year.
Calculate the forecasted surplus or shortage for each job. Complete the remainder of the second table: the Markov Analysis Table. (Below is an example of how to do this):
If 65% of the full-time sales employees are staying with the organization, (from the first table), the number of projected employees staying in full-time sales is: 91. (This # goes in the second table) 15% of the full-time sales staff are projected to move to part-time positions (from the first table), the number of projected employees moving from full-time to part-time sales is: 6. (This goes in the second table). Once you complete the first column, add up the total and subtract from the total full-time sales employees (140-100.25)=39.25. This means there is a projected shortage of 39.25 full-time sales associates.
Complete the rest of the columns for surplus/shortages…
Transition Probabilities for JC’s Cookies
JOBS:
CSR Full Time
CSR Part Time
Store Managers
Bakers
Leave JC’s Cookies
Total Employees End of Year
CSR Full Time
0.65
0.10
0.05
0.05
0.15
140
CSR Part Time
0.15
0.40
0.00
0.05
0.4
40
Store Managers
0.05
0.15
0.65
0.05
0.10
15
Bakers
0.05
0.05
0.05
0.70
0.15
50
Expected Movement of Employees (Markov Analysis)
AND Surplus & Shortages for JC’s Cookies
JOBS:
CSR Full Time
CSR Part Time
Store Managers
Bakers
Current Total # Employees End of this Year
CSR Full Time
91.00
14.00
7.00
complete
140
CSR Part Time
6.00
16.00
0.00
complete
40
Store Managers
0.75
(.15*15)=2.25
complete
complete
15
Bakers
2.50
complete
complete
complete
50
Totals:
100.25
complete
complete
complete
245
Shortage or
Surplus
-39.75
short
complete
complete
complete
————–
Must include:
Minimum 3 pages
Minimum 2 scholarly outside sources, or professional periodicals, e.g. Harvard Business Review published within the last two years.
APA format

1 List one example of a personality test often used by Human Resources Departments.
2 Do you think this is a sound recruiting technique? Explain why it is –or not.
3 Have you ever had to take a personality test at time of hiring? If so, how was your experience. If not, did you wish you could have taken one to prove that you could do the job well?

1 Do you think it is unethical for employers to select applicants on the basis of measures such as “Dislike loud music” even if the scales that such items measure has been shown to predict job performance? Explain.
2 Under what circumstances should a “compensatory model” be used?

Signature Assignment: Quantitative Reasoning, Reinforced Level
In this assignment, your quantitative reasoning skills will be assessed at the “reinforced” level. The Quantitative Reasoning rubric will be useful for this purpose. In MGT511, quantitative reasoning skills were assessed at the “introduced” level. Finally, in HRM599 your skills will be assessed at the “emphasized” level.
Case Assignment
Background: Judith and Eric Sultan own a business providing HR decision-making expertise to employers across the nation. The name of their business is HRM Analysis Services. Their business is located in Phoenix and has grown exponentially since 2005. Up to this point they have not had their own employees, but instead hired established consultants (often called management analysts) to work on a project-by-project basis.
They want to hire three full-time management analysts to work in three different locations: San Francisco, Philadelphia, and Miami. The analysts would scout out work in their designated regions and manage the contracting and oversight of contractual consultants.
Judith and Eric plan to keep ownership of the company, but want to step away from the day-to-day as soon as the business is working well enough without them.
The focus of this assignment is to assist Judith and Eric with the selection of three Management Analysts by coming up with a weighted formula of important selection factors. The Job Applicants Table shows the applicants who applied for the position. See What Management Analysts Do for a description of the position.
Your task is to:
Develop a formula to quantify the merits of each applicant based on the factors provided. Justify why you gave heavier weight to some factors over others.
Develop your own visual/graphic showing how each applicant fared.
Discuss your visual/graphic in essay format.
Recommend 6-8 applicants to proceed to a panel interview phase.
Critique the process of identifying best candidates to proceed in a selection process by using a custom-designed formula applied to each candidate.
Use at least 3 library sources to help strengthen your discussion. Reference all material cited.
Your paper plus table(s) should be at least 4-5 pages (not including cover sheet and reference page).
Note: There is no right or wrong formula to use. Use your best judgment for a formula based on the factors in the table given. Be sure to also spend time on the critical-thinking/analysis phase of this assignment.
Required Material
Please note that the links below labeled ‘LinkedIn Learning’ will open in a new window and may require activation of a LinkedIn account on the first attempt. Trident students may use their student email address to access this free subscription to LinkedIn Learning as a part of this course
ASQ.org. (n.d.) What is a decision or Pugh matrix? Retrieved from https://asq.org/quality-resources/decision-matrix
Higgins, J. (2014). Bringing HR and finance together with analytics. HR Magazine, 59(11), 44-46. Retrieved from ProQuest in the Trident Online Library.
Human Resources: Using Metrics to Drive HR Strategy – LinkedIn Learning
Mahoney-Phillips, J., & Adams, A. (2010). Getting the measure of HR. Strategic HR Review, 9(1), 5-9. Retrieved from ABI/INFORM Global in the Trident Online Library.
Roberts. M. (Nov. 17, 2018). How hiring managers screen job applicants. Retrieved from https://www.thebalancecareers.com/how-do-hiring-managers-screen-job-applications-1669574
Shah, S.; Horne, A.; and Capella, J. (April 2012). Good data won’t guarantee good decisions. Harvard Business Review. Retrieved from https://hbr.org/2012/04/good-data-wont-guarantee-good-decisions
Zielinski, D. (2014). Get analytical. HR Magazine, 59(11), 61-62. Retrieved from ProQuest in the Trident Online Library.
Optional Material
Boyd, N., & Gessner, B. (2013) Human resource performance metrics: methods and processes that demonstrate you care. Cross Cultural Management 20.2 (2013): 251-273. Retrieved from the Trident Online Library.
Chhinzer, N., & Ghatehorde, G. (2009). Challenging Relationships: HR Metrics and Organizational Financial Performance. Journal Of Business Inquiry: Research, Education & Application, 8(1), 37-48. Retrieved from the Trident Online Library.
Five steps to effective metrics. (2005). Strategic HR Review, 4(3), 7. Retrieved from ABI/INFORM Global, in the Trident Online Library.
Mirza, B. (2011). Cost-per-hire metric standard open for comment. HR Magazine, 56(3), 80. Retrieved from the Trident Online Library.
Wroe, N. (2012). Innovations in Talent Analytics. T+D, 66(8), 30-31. Retrieved from the Trident Online Library.
360-Degree Feedback
Please note that the links below labeled ‘LinkedIn Learning’ will open in a new window and may require activation of a LinkedIn account on the first attempt. Trident students may use their student email address to access this free subscription to LinkedIn Learning as a part of this course.
Required Material
360-Degree Feedback – LinkedIn Learning
Obtaining and benefiting from 360-degree feedback – LinkedIn Learning
Custom Insight (2018). What is 360 Degree Feedback? Retrieved from https://www.custominsight.com/360-degree-feedback/what-is-360-degree-feedback.asp
Optional Material
Bracken, D. W., Rose, D. S., & Church, A. H. (2016). The evolution and devolution of 360° feedback. Industrial and Organizational Psychology, 9(4), 761-794. Retrieved from ProQuest in the Trident Online Library.
Brett J, Atwater L. 360° Feedback: Accuracy, Accuracy, Reactions, and Perceptions of Usefulness. Journal Of Applied Psychology [serial online]. October 2001;86(5):930-942. Available from: Business Source Complete in the Trident Online Library.
Nguyen, T., & Massingham, R. (2011). Using 360 degree peer review to validate self-reporting in human capital measurement. Journal of Intellectual Capital, 12(1), 143-74. Retrieved from ProQuest in the Trident Online Library.
Internships/Apprenticeships
Please note that the links below labeled ‘LinkedIn Learning’ will open in a new window and may require activation of a LinkedIn account on the first attempt. Trident students may use their student email address to access this free subscription to LinkedIn Learning as a part of this course.
Required Material
Nano Tips for Landing Your Dream Internship with Sho Dewan – LinkedIn learning
Creating a Top Talent Program – LinkedIn Learning
10 Benefits of Starting an Internship Program. Retrieved from http://www.internships.com/employer/resources/setup/benefits
The American Apprentice. (2013). HR Magazine, 58(11), 32-36. Retrieved from ProQuest in the Trident Online Library.
Houston, L. (2014, Apr 23). Top law company hails benefits of on-the-job training. Belfast Telegraph. Available in the Trident Online Library.
Jones, D. A. (2011). Apprenticeships back to the future. Issues in Science and Technology, 27(4), 51-56. Available in the Trident Online Library.
Optional Material
10 Internship Characteristics that Attract Exceptional Interns. Retrieved from http://www.internships.com/employer/resources/setup/10-internship-characteristics-that-attract-exceptional-interns
Apprenticeship. (1992). Occupational Outlook Quarterly, 35(4), 26. Retrieved from ProQuest in the Trident Online Library.
Blackhurst, J. (2013). Collaborative training. Training Journal, 9-12. Available in the Trident Online Library.
Bring Back U.S. Apprenticeships. (2013). HR Magazine, 58(10), 4. Available in the Trident Online Library.
Google (2013). Google Interns’ first week. Retrieved from https://www.youtube.com/watch?v=9No-FiEInLA
Lerman, R. I. (2011). In support of apprenticeships. Issues In Science & Technology, 28(1), 12. Available in the Trident Online Library.